Purpose: This paper aims to develop an integrated framework to demonstrate the individual and combined effects of intrinsic and extrinsic motivators on two forms of knowledge sharing behaviors – in-depth knowledge sharing and routinized knowledge sharing. Design/methodology/approach: A range of work on the use of intrinsic and extrinsic motivators and the differential degrees of costs and risks involved in the two forms of knowledge sharing is being reviewed with the aim to locate gaps and problems arising from propositions of different scholars. An integrated framework is then proposed to connect different schools of thoughts into a single, unifying framework. Findings: Knowledge sharing behaviors among employees are subject to both attractive and distractive forces. Intrinsic and extrinsic motivators might interact positively or negatively depending on the type of extrinsic motivator and the form of knowledge sharing. While enhancing the intrinsic enjoyment of employees along with outcome-based extrinsic motivators can promote in-depth knowledge sharing, the use of behavior-based extrinsic motivators is more appropriate for fostering routinized knowledge sharing. Research limitations/implications: This paper mainly focuses on the sharing of knowledge without examining the receiver side in knowledge sharing. Also, the use of punitive means by superiors in encouraging knowledge sharing is not discussed in the framework. Future research can also add into the authors’ integrated framework the effects of personal traits in knowledge sharing. Originality/value: This paper narrows the gap between existing theories on the use of extrinsic and intrinsic motivators and offers an integrated theoretical framework for those interested in examining the inter-relationship among intrinsic motivators, extrinsic motivators and knowledge sharing behaviors.

This article examines how leaders make use of different coaching media, namely face-to-face coaching and e-coaching, to coach and regulate the behavior and performance of followers. Specifically, we examine coaching medium as the mediator of the relationship between two coaching styles and three work outcomes (adaptive performance, creativity, and emotional exhaustion), based on a two-wave longitudinal field study of 114 employees in Hong Kong. The results of structural equation modeling show that the two coaching styles (guidance and facilitation coaching) are indirectly related to adaptive performance, creativity, and emotional exhaustion, as mediated by choice of coaching medium. Theoretical and managerial implications are discussed. JEL Classification: M54, O32

Hosting film festivals has become a prevailing practice to promote culture or festival tourism. Empirical studies on the relationship between cultural attendance and tourism demands, however, were mainly comprised of investigations of data of one or very few countries. In this study, by conducting dynamic panel data analysis, with secondary data across 80 countries collected, the effects of hosting film festivals on the number of inbound tourists were examined. While results informed the economic value of hosting film festivals, the positive effect was found to be more significant when festivals were hosted in art countries.

This article presents a communication-appropriation perspective for examining knowledge transfer behaviours of workers. The proposed theoretical perspective is stemmed from the knowledge-as-power phenomenon and the knowledge transfer dilemma of workers, which argue that knowledge transfer may not represent the best option of workers due to the worries of losing knowledge appropriability and organisational power. Based on such psychological tension of workers, the communication-appropriation perspective advocates that workers may manipulate the mode of communication (codification and personalisation) in the knowledge transfer process as a responsive strategy to their appropriation threats so as to result in an incomplete transfer of knowledge. The present work differs from past research in its emphasis on the workers’ perspective of knowledge transfer management which has been relatively under-researched as compared to the organisation’s. The developed theoretical perspective is able to enhance our understanding of the influences of power struggles and appropriation concerns on the knowledge transfer behaviours and strategies of workers.